Steven Adinolfi

Steven Adinolfi explains that sales and operations succeed when they work with the same intent. At the start of any discussion, he makes one point clear. When teams move in different directions, customers feel it first. Missed deadlines, mixed messages, and internal stress follow. His guidance comes from years of observing how small gaps between teams turn into large business problems. Earlier in his career, Steven Adinolfi used to work in Las Vegas, where fast pace markets made coordination between teams a daily need rather than a long term goal. Below, Steve Adinolfi walks you through six clear ways to bring sales and operations onto the same page using simple habits you can apply right away. 1. Set goals both teams care about Steve Adinolfi explains that trouble starts when sales only chases revenue and operations only tracks output. You can change this by choosing goals that affect both sides. For example, instead of only measuring closed deals, track how many orders ship on time. When both teams review the same numbers, blame fades. People start solving issues together because success looks the same for everyone involved. 2. Keep weekly conversations short and focused Steven Adinolfi says long meetings waste time and avoid real issues. He advises you to hold short weekly check ins with sales and operations leaders together. Use that time to answer three questions. What worked last week. What did not work. What risks are coming next. These conversations help surface issues before they turn into missed commitments. When teams talk often, surprises decrease. 3. Create one clear deal handoff According to Steve Adinolfi, many delays begin when a deal moves from sales to operations without full details. You can fix this by defining one clear handoff process. Every deal should include pricing terms, delivery dates, and customer requests before it moves forward. This removes guesswork. Operations knows what to expect, and sales avoids follow up calls to fix missing information. 4. Share customer input right away Steven Adinolfi explains that sales hears customer concerns first. Operations often hears about them only after a problem grows. You can close this gap by sharing customer input the same day it comes in. A short message or shared note works. If a customer raises concerns about timing or quality, operations should know before work begins. This helps teams respond early and protect trust. 5. Spend time inside each other’s work Steven Adinolfi often explains that understanding grows when people see the work firsthand. He encourages sales leaders to spend time with operations teams and operations managers to sit in on sales calls. This simple step changes how people communicate. Sales becomes more realistic with promises. Operations gains context around customer pressure. Mutual respect grows through exposure, not policies. 6. Track simple numbers everyone believes Steven Adinolfi points out that too much data causes confusion. Too little causes doubt. He advises you to focus on a few numbers both teams trust. Order volume, delivery time, and repeat business are good places to start. Review these numbers together on a regular schedule. When data stays simple, conversations stay productive. Steve Adinolfi explains that bringing sales and operations together does not require new systems or complex plans. It requires discipline in how teams talk, plan, and follow through. When both sides share goals, communicate often, and respect each other’s work, daily decisions improve. You do not need to fix everything at once. Steven A Adinolfi suggests starting with one change that fits your team today. Improve the deal handoff. Add a weekly check in. Share customer input faster. Small changes compound over time. When sales and operations move with shared purpose, leaders spend less time resolving conflict and more time supporting growth. Customers notice the difference. Teams feel it in their daily work. Steven A Adinolfi emphasizes that steady habits create consistency, and consistency builds trust across the organization. By applying these six ideas, you give your teams structure without added complexity. You replace friction with clarity. And you create a working rhythm where sales and operations support each other instead of working apart.